House and Mitchell’s (1974) discussion of path-goal theory suggests that leader
ID: 328249 • Letter: H
Question
House and Mitchell’s (1974) discussion of path-goal theory suggests that leader effectiveness will be a function of the degree to which they can successfully shift back-and forth among different leader behaviors (e.g., supportive, directive, participative, and achievement-oriented). Fiedler (1974), on the other hand, suggests that it is difficult for leaders to make these shifts because of the powerful role played by their task or relationship-oriented need hierarchy. Thus, he calls for task re-engineering. Discuss these two competing perspectives. Argue how and why each perspective might be true.
Explanation / Answer
Path Goal Theory:
Path goal theory is actually based on vroom’s expectancy theory. It specifies the employer’s style based on the employee and also the work environment in order to achieve the goals of the organization and also the individual goals.
This concept of theory is considered to be true because they help in the accomplishment of goals very easily. This theory is considered to be very friendly, because they employer may adopt a style or behavior or select a path and make the employees to select that path so that he can guide them on their routine work activities. This also provides a kind of motivation to the employees.
Hence this theory has four main features of directive, supportive, participative and achievement. In path goal theory leaders need to be flexible to adopt a style that best suits the employees to play the roles of being directive, participative, supportive etc.
Task Reengineering:
This task involves the use of BPR for the purpose of improving the performance of the organization or in order to bring any changes in the existing business or to bring any new business. This may be done by the organization to bring improvements in either service, cost or quality etc.
The person can get his task broadened rather than performing a single task which also helps him in becoming multi-tasking or multi specialized. This is good in its own ways. The organization can have more number of goals to be performed. When reengineering is undertaken, there are chances that the tasks can become even more organized or performed in a sequential manner.
This has its own advantages like path goal theory. The fundamental objective of both these concepts focus on accomplishment of goals.
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